Beverly Flaxington is a practice management consultant. She answers questions from advisors facing human resource issues. To submit yours, email us here.

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Dear Bev,

I have a great group of people working with me in my firm. They are engaged, involved and attentive to our clients. I don’t have the team problems you often write about; we don’t have the interpersonal conflicts and difficulties others seem to experience.

However, lately everyone is a bit worn out. Once the virtual scene came upon us, we had twice weekly calls. We would connect on Monday mornings and on Friday afternoons to sync up and figure out what’s happening. Now about half of our 13 people show up regularly. Others will say they have a conflict or have a client issue they have to attend to.

I didn’t think much about it until recently one of my confidants in the firm told me that people are avoiding coming on screen. She said, “They are worn out on life.” I asked her what this meant, and she talked about those with smaller children, the number of clients who we need to do virtual face-to-face with and the long days everyone is putting in.

I sympathize with this. After this election, the concern about the markets and tax implications, the frustration with the rising coronavirus cases and the potential impact on the economy and so on I’m not sleeping too well myself at night. But people cannot just opt out of participating in the business.

I get that we are all tired, but our clients don’t care. They are tired too and they are expecting us to do whatever is needed to care for their financial situation.

Do I institute consequences for not coming to these meetings? Do I insist no client calls are planned during this time? Do I cancel the meetings altogether and run the risk of missing something important? I am stuck.